TABLE OF CONTENTS
Reflective Paper 1
Reflective Paper 2
Reflective Paper 3
Hoyt, C.L & Blascovich, J 2003, Transformational and transactional leadership in virtual and physical environments, University of Richmond
This source highlights the differences between transformational and transactional leadership styles. A laboratory experiment was undertaken to show the differences in three different environments; face-to-face, virtual and intercommunication. Results showed that transactional leadership typically showed increases in quantitative output however transformational leadership proved to be more efficient and produce qualitative outputs. This source was chosen as it clearly distinguished the differences between transformational and transactional leadership. It also indicated the different types of outputs generated by the leadership styles and further insight into the best approach for a virtual team leadership; being transformational leadership.
Kozlowski, S.W.J 2006, Enhancing the effectiveness of work groups and teams, Michigan State University, East Lansing
This source provides a detailed overview of the effectiveness of good leadership. Substantial research is provided into different leadership styles and approaches that have been utilized in the past and the constant iterative process that is required to ensure competent leadership is achieved in the future. Kozlowski highlights the importance of leadership and the effect that poor leadership can have on achieving team effectiveness and successful teams. The source provided well rounded coverage of the requirement for leadership and the significance that good leadership plays in team roles. As I have relatively limited experience it was chosen as a good source to capture the context of effective leadership and how it is used in managing teams.
Lee-Kelly, L & Loong, K.L 2002, Turner’s five-functions of project-based management and situational leadership in IT services projects, Surrey European Management School, University of Surrey, Guildford
This paper provides investigational information on critical elements of managing projects using a model known as ‘Turners five function model’. It examines relationships between project definition and scope, organization, and the triangle of critical project outcomes. It also illustrates if the project leader’s orientation is related to situational perception of control. The research highlights the importance of personal attributes and with the use of Turner’s model it has outlined the reasoning for, and advantages of a theory based structure when adopting the situational leadership style.
Mead, G 2002, ‘Developing ourselves as police leaders: How can we inquire collaboratively in a hierarchical organization?’, Systematic practice and research, Platinum Publishing Corporation, United Kingdom
This source shows evidence of a research project undertaken to analyse how inquiries were undertaken, the interaction between different levels of managers and essentially to improve leadership practices in the police force. Six phases of a typical inquiry were identified which were analysed and special attention was given to politics and practicalities of undertaking inquiries in an overtly hierarchical organization. The findings show that inquiries must be crafted to the particular circumstances and context to provide the best results. The source was highly relevant to Reflective Paper 3 as it discusses the differences and constraints that are associated with interaction of different levels of management and the leadership styles that are required. IT provided the background to...
Please join StudyMode to read the full document